Leadership in Networks Lessons from The RE-AMP Network PRESENTED TO LEADERSHIP LEARNING COMMUNITY: Heather McLeod Grant, Monitor Institute Rick Reed, Garfield Foundation, Senior Advisor Dec. 6 th , 2011
Welcome, Introductions Who are We? What is Monitor Institute? Part consulting firm … part incubator… … part think tank What is the Garfield Foundation? A Family Foundation using System’s Approaches to Achieving Sustainability
Monitor Institute’s “Networks” Work Consulting Incubator Think Tank Network of Network Funders 3
What Is a Network? A group of people or organizations connected by relationships network / ˈ n ɛ t ˌ w ɜ rk/ ― Noun (the what) : a structural form for organizing ― Verb (the how) : to connect, spread, organize into a network ― Adjective : connected, transparent, decentralized 4
ReAmp Network at a Glance • Founded in 2003-04 with seed funding from The Garfield Foundation and Rick Reed leading the charge • Desire to bring different nonprofits and funders together in a network to begin to change a system • Now comprised of 138 nonprofits and 15 funders across 8 states in the Midwest • Goal: to reduce global warming emissions 80% by 2050 5 5
Making the Case: 3 rd Party Evaluation Findings 86% of member organizations agree that RE-AMP is an effective use of staff, time, and resources . 65% agree that as a result of their participation in RE-AMP they are using better strategies . 63% report that as a result of their participation foundations & advocates in the network have become better aligned , and advocates have become better aligned with each other. 92% of foundation members agree that their participation in RE-AMP is helping them make better funding decisions .
Systemic Alignment = Accelerated Progress = Policy Success = Policy in Play
START BY UNDERSTANDING THE SYSTEM YOU ARE TRYING TO CHANGE. INVOLVE BOTH FUNDERS AND NONPROFITS AS EQUALS FROM THE OUTSET. DESIGN FOR A NETWORK, NOT AN ORGANIZATION — AND INVEST IN COLLECTIVE INFRASTRUCTURE. CULTIVATE LEADERSHIP AT MANY LEVELS. CREATE MULTIPLE OPPORTUNITIES TO CONNECT AND COMMUNICATE. REMAIN ADAPTIVE AND EMERGENT — AND COMMITTED TO A LONG-TERM VISION. 8
DESIGN FOR A NETWORK, NOT AN ORGANIZATION — AND INVEST IN COLLECTIVE INFRASTRUCTURE. 9
NATL. The Commons ENVIRONMENTAL Media Center ORGS. (Online) CAUCUS: Natl. Environmental ENVIRONMENTAL WORKING WORKING Organizations NONPROFITS GROUP: GROUP: ENVIRONMENTAL Found- FUNDERS Transpor- tation ations CAUCUS: Faith-Based WORKING CAUCUS: Steering Community WORKING GROUP: Midwest Committee GROUP: ENVIRONMENTAL Governors Clean NONPROFITS Coal Synergy Association Energy Committee ENVIRONMENTAL FAITH-BASED NONPROFITS COMMUNITIES WORKING WORKING NONPROFITS GROUP: GROUP: TRACKING M.G.A. Global ENVIRONMENTAL Energy POLICY NONPROFITS Warming Efficiency Solutions ENVIRONMENTAL CAUCUS: NONPROFITS Rural CAUCUS: Youth In-Person Learning & Meetings Progress Reports RURAL COMMUNTY Global Warming ORGANIZATIONS Strategic Action Fund YOUTH ORGS. 10
CULTIVATE LEADERSHIP AT MANY LEVELS. 11
Many Leadership Roles in the Network Establishes first links to participants ORGANIZE ANIZER/ R/ Designs and oversees/ produces the process EN ENTREP TREPREN RENEU EUR Brings in other resources and facilitators as needed Ensures flow of information and other resources Provides initial resources for organizing the network LEAD EAD FUNDER DER Invests in network capacity building Can be multiple people with formal and informal roles – help the group CON CONSU SULTANT ANTS/ S/ organize and do their work FACIL CILIT ITATORS RS Tasks and consultants change over time Facilitates the network use of technology to learn, coordinate, connect NET ETWORK RK Organizes convenings COO COORD RDIN INATOR & R & ST STAF AFF Connects people to each other Manages network “administration” Steering Committee ELECTED ELECTE D MEM EMBER BER Working Group leaders LEADERSH EADERSHIP IP Caucus leadership All represent the membership – leadership can emerge anywhere Sources: Peter Plastrik and Madeleine Taylor, Net Gains (2006); Beth Kanter; Stephanie Lowell , Building the Field of Dreams (2007); White, Wenger, and Smith, Digital Habitats (2009)
Organizer/ Entrepreneur/ Evangelist (Rick Reed) • Entrepreneur : Initiated first convening, identified initial participants and the “issue” to work on ORGANIZE ANIZER/ R/ EN ENTREP TREPREN RENEU EUR • Catalyst: Launched systems-mapping process for Garfield LEAD EAD FUNDER DER • Exec. Producer : Identified network needs, brought in other consultants to facilitate at different stages CON CONSU SULTANT ANTS/ S/ FACIL CILIT ITATORS RS • Evangelist/ Weaver : Helped raise resources and bring other funders and nonprofits to the table NET ETWORK RK COO COORD RDIN INATOR & R & ST STAF AFF • Holding the Whole : Oversees evolution of the whole network, continually identifying new collective needs ELECTED ELECTE D MEM EMBER BER • Problem-solver: “Sees around corners” – spots problems LEADERSH EADERSHIP IP and figures out solutions Source: Adapted from Net Work by Patti Anklam (2007) and “Vertigo and the Intentional Inhabitant: Leadership in a Connected World” by Bill Traynor (2009)
Lead Funder (Garfield) • Innovator: Had initial concept to test – wanted to apply “network” methodology to social problem ORGANIZE ANIZER/ R/ ENTREP EN TREPREN RENEU EUR solving on a big issue • Catalyst : Hired Rick Reed to act as organizer/ LEAD EAD FUNDER DER entrepreneur on foundation’s behalf • Seed Funder : Provided ample “walking around” money CON CONSU SULTANT ANTS/ S/ FACIL CILIT ITATORS RS with few strings attached to get it off the ground • Growth Investor : Continued to invest in collective NET ETWORK RK capacity building (facilitation, convening, etc.) COORD COO RDIN INATOR & R & ST STAF AFF • Weaver : Brought other funders to the table ELECTED ELECTE D MEM EMBER BER LEADERSH EADERSHIP IP
Facilitators/Consultants (Many) • Systems Mapping: Scott Spann led initial process to identify the problem and points of leverage ORGANIZE ANIZER/ R/ EN ENTREP TREPREN RENEU EUR • Network Development: Grove Consultants helped working groups identify strategic priorities; they continue LEAD EAD FUNDER DER to facilitate whole-network convenings • Network Design: Ruth Rominger helped conceptualize CON CONSU SULTANT ANTS/ S/ design of the network and apply theory to practice FACIL CILIT ITATORS RS • Evaluation/Learning: Pete Plastrik and Chinwe NET ETWORK RK Onyeagoro conducted first Network evaluation to COO COORD RDIN INATOR & R & ST STAF AFF identify successes and opportunities for improvement ELECTED ELECTE D MEM EMBER BER • Documentation/Dissemination: Monitor Institute LEADERSH EADERSHIP IP codified learning from the network to share in the field
Network Coordinator/Staff (Distributed) • Network Coordinator: ORGANIZE ANIZER/ R/ • Staffs the Steering Committee, provides executive ENTREP EN TREPREN RENEU EUR support for meetings (monthly and in-person) • Plans annual collective convening LEAD EAD FUNDER DER • Produces and manages annual budget for network • Go-to person for Working Group leaders • Manages other staff CON CONSU SULTANT ANTS/ S/ FACIL CILIT ITATORS RS • Staff: • Half-time staff for each Working Group leader (co- NET ETWORK RK located with WG leader’s organization) COO COORD RDIN INATOR & R & ST STAF AFF • Three caucus staff report to coordinator • Other staff distributed throughout structure and ELECTED ELECTE D MEM EMBER BER report to SC: Media Center; Commons; Learning and LEADERSH EADERSHIP IP Progress
Elected Leadership (Distributed) • Steering Committee: Elected body comprised of ORGANIZE ANIZER/ R/ Working Group leaders, at-large leaders, experts EN ENTREP TREPREN RENEU EUR • Working Groups: Primary mechanism for organizing the group’s work; each WG elects its leaders LEAD EAD FUNDER DER • Caucuses: Other groups used to reach out and CONSU CON SULTANT ANTS/ S/ represent specific constituencies (appointed) FACIL CILIT ITATORS RS • Other: Leadership can emerge from anywhere in the network at any time – “do -ocracy ” NET ETWORK RK COORD COO RDIN INATOR & R & ST STAF AFF ELECTE ELECTED D MEM EMBER BER LEADERSH EADERSHIP IP
Different Leadership at Different Stages Adapted from the work of iScale and June Holley & Valdis Krebs
Characteristics of Network Leadership • Distributed and fluid : many people, many roles, power not concentrated • Spacious: radical democracy; leadership can emerge from anywhere at any time • Collective: group “brain trust” and intelligence • Committed : Deep buy-in and investment • Messy: Sometimes process-intensive; decision- making can take longer
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